LEADERSHIP GROUP LG (2015) Paper August 2015 ORGANISATIONAL DEVELOPMENT PROGRAMME REVIEW OF THE PERFORMANCE MANAGEMENT MODEL.
|
|
- Wesley Stevens
- 8 years ago
- Views:
Transcription
1 LEADERSHIP GROUP LG (2015) Paper August 2015 ORGANISATIONAL DEVELOPMENT PROGRAMME REVIEW OF THE PERFORMANCE MANAGEMENT MODEL Executive Summary 1. This paper invites the Leadership Group to note the outcome of the review of the performance management system. In accordance with the agreed governance arrangements, the new process, coaching programme for line managers and timescales and roll-out plan was approved by the OD Board on 14 August. Issues and Options 2. The primary purpose of a performance management process is to enable and drive high levels of individual performance which in turn supports high team and organisational performance. Feedback suggests that our current process, based on a traditional model, fails to universally achieve that purpose. Rather than incentivising high performance, the design of traditional performance management processes means that the opposite effect can result and staff can feel demoralised by the process. Review Remit 3. A well-designed process is an essential complement to an effective performance management culture and must: be fit for purpose; represent high return on effort and investment; be tracked and reported against; allow the outcomes of high quality conversations to be captured digitally in a light-touch way; empower staff to take ownership of their performance and development and to identify and build upon their strengths; be simple and proportionate i.e. is not designed principally to address poor or under-performance when we know that the majority of staff are performing well or excelling in their roles; and be natural, compelling and intuitive for people to use. Research Findings 4. Extensive research and trend analysis indicate that we are not alone in seeking to review our performance management process and that organisations are increasingly shifting from a traditional model towards a strengths-based approach. This, too, is our direction of travel. Whilst measurement of performance will continue to focus on outcomes, the core of the new approach is a greater emphasis on maximising individual strengths. This is based on the premise that people perform better when they are performing activities that play to their strengths and are more likely to successfully achieve their goals and objectives. People are more receptive to 1
2 5. this type of feedback rather than discussions about fixing minor weaknesses. Research indicates that focusing on strengths has one of the strongest impacts on employee performance of all line manager actions, improving individual performance by almost 40%. 1 This, of course, does not mean that weaknesses will be ignored but simply that the emphasis of the conversation will shift. Principles of Performance Management 6. Progressing towards a strengths-based approach necessitates a shift in the principles which underpin our process: FROM TO Process heavy People before process. Staff being supported by high quality conversations Bureaucratic, time consuming and Light touch, simple and proportionate complex Emphasis on generic skills/addressing weaknesses Understanding, building upon and encouraging personal strengths Something done to staff Staff empowered to take ownership of their performance and development Line manager as judge Line manager as coach (coaching principles for line managers) Fixed discussion/review points Ongoing dialogue at regular intervals relevant to the role Retrospective/dwelling on the past Real time/future focus Assessment ratings Relevant, meaningful and timely feedback and praise 7. This approach also requires a different style of management. Enhancing management practice through a new coaching model for line managers recognises that good managers, with the capability and desire to coach staff in support of high performance and individual growth, is key. The model will help to refine and improve our existing coaching and mentoring skills by applying more rigour to the process. Through the new coaching programme, managers will be encouraged to discover strengths in all staff members, to help to identify what is stopping people from using their strengths at work, and to overcome the barriers to do so at both an organisational and individual level. It is in this shift and in the investment in enhancing management practice and a new simple online system for capturing outcomes of performance conversations that the benefits of this approach come to the fore. Moving to the new approach: Features of our current Performance Management System 1 A 2005 Corporate Leadership Council study involving data from over employees in 135 organisations 2
3 8. In designing our new approach, the review team analysed each feature of our current model to see whether it fulfilled its original function or represented return on effort and investment. The output of this review is captured below: Features that will be retained: Feature Comment Role description Role specific Objectives Skills and Behaviours Reflection on Lessons Learned Appeals process This will provide clarity around the role and its key success areas. It will be succinct and can be reviewed and updated should there be substantive changes to the role. It will sit as a reference document within the individual s performance resources section on SPLearning. These will continue to be set with reference to the role description and will still intrinsically link to the office plan stemming from the delivery plan and the strategic plan. In addition, these: will take account of the balance of activities within a role e.g. routine tasks, project-based or a combination; should include business as usual activities and involvement in corporate activities, corporate roles, membership of working groups etc. be captured within the individual s performance pathway on SPLearning could potentially include stretch objectives to support an individual s growth Whilst objectives set out what is to be delivered and when, skills and behaviours capture how these should be achieved and ensure alignment with the organisation s values. These would be used as a reference point to aid conversations rather than evidence having to be specifically provided under each. No rating would be applied to these. These will be considered and applied in real-time, maximising the value of feedback. These will be captured as a normal part of the performance conversation rather than as a separate box on a form. Whilst the concept of a JAR will discontinue, staff will have the opportunity to informally raise any concerns with how their performance and development is managed with their line manager s manager through the process. If unresolved informally, the grievance procedure may be accessed. Features that will discontinue Feature Comment End and in- Years Reviews Performance will be managed instead through the ongoing dialogue that comes from meetings between a line manager and a member of staff. These will be: 3
4 Regular (one per month but more frequent intervals if relevant to the role) Use the new coaching model to focus on strengths, individual growth and development Initiated by member of staff or line manager Open and honest Current and future focused Captured in a light-touch simple way Compliance objectives (equality, health and safety, environment performance) Overall performance assessment Performance outcomes will: Take account of how objectives achieved through strengths and relevant skills and behaviours and focus on what s important; Include feedback from others; and Inform development activities and learning pathways. Consultation with the Equalities Manager and the Health and Safety Adviser indicates that the value created by the current inclusion of these objectives can be otherwise achieved. Both consider that equality and health and safety considerations are now more mainstreamed and that such a heavy focus at individual level is no longer necessary. They anticipate that greater value will accrue from them working in partnership with group/office heads to consider and progress any themes at local level. Ratings are motivating to some but the positive impact of e.g. an exceptional rating is reduced in the longer-term. Analysis of previous reports and feedback from staff suggests inconsistent application across the organisation. These also act as a barrier to high quality conversations as previously referenced. In the absence of ratings, we should consider appropriate ways of ensuring that beyond praise from their line managers, high performing individuals and/or teams receive recognition of their efforts. This may be through, for example, featuring case studies of work they have done in EH99 and tapping into existing mechanisms such as the Exceptional Contribution Scheme. 4
5 Countersigning of performance by a more senior manager The time and effort invested in this process is disproportionate to the value it creates. Managers in particular business areas currently have to countersign a very high volume of forms, often in situations where they are operating at a distance from the individual on a day-to-day basis and therefore have more limited knowledge of their performance. The benefit to this approach is that consistency of application across the business area can be assured. We will consider other means of quality assurance in its absence and in particular, the role of the office head and the HR Office. Line managers will be strongly encouraged to seek feedback from those the individual has worked closely with to inform the recognition and coaching they provide. Similarly, the member of staff will be strongly encouraged to seek and share with their line manager feedback from those they work closely with, both within their team and across the organisation. Features that will be added Feature Comment PDP Active encouragement to seek feedback from others The PDP process was previously decoupled from the performance management process to split the amount of effort which required to be applied to an end-year review into two separate meetings. With a strengths-based approach, performance and development are naturally linked together and feed off each other. It is sensible then to combine both into one performance conversation and this fits well within a streamlined system. In today's world of work, high performance often requires collaborative, interdependent effort. We do not generally achieve our objectives independently of others. Feedback will help line managers to obtain a fuller picture of an individual s performance and will also help to reduce any unconscious bias. Such feedback supports the organisation s value of collaboration. Benefits of our New Approach 9. There are many benefits to be gained from our new approach. Taken together and applied well, the features of the new approach will result in a more natural and compelling approach which should encourage staff to engage with performance discussions more positively than is currently the case, including: Improved performance at all levels 5
6 As well as driving high levels of individual performance, it will support the development of high performing teams. As managers become more skilled and experienced in applying the new coaching model, they will develop a deeper insight into their team which will help them to influence these strengths to maximise team effort and delivery. Identifying and supporting unacceptable performance Unacceptable performance will be identified and addressed more quickly and formal procedures (which will sit separately) to be invoked sooner with line managers supported by guidance and advice from the HR. Greater efficiency Greater efficiency in performance management is another benefit we can expect to see realised from the new approach. It is intended to be light-touch and to capture concisely on an ongoing basis the outcomes of the regular conversations that already occur between line managers and staff. This is time which is already invested. Time and effort spend in preparing for, conducting and finalising the in- and end-year review will be entirely eliminated along with the associated complex paperwork. This allows the emphasis of effort to be applied to the individual rather than to the process. Freed of a burdensome level of administration, line managers can now create greater value to the organisation as coaches and make a real and meaningful difference to the performance and development of staff. The online system for outcome capture is hosted via SPLearning and is simple to use. It supports a more flexible and less prescriptive approach well with easy access via PC or mobile device. Greater value from performance conversations Removing assessment ratings will assist in breaking down barriers inherent in traditional performance management design. Research indicates that the quality of conversations increase where no rating is to be allocated to an individual. This is because the assessment element of a performance review can negatively influence an individual s contribution to the conversation, for example, not engaging fully. Alternatively, conversations may be distorted to meet the desired rating. In both responses, the individual is not properly assimilating the feedback given and the value of the review is lost. The future approach focuses less on assigning people to boxes and more on supporting staff to develop and move in the right direction. The absence of an assessment rating will free up the conversation and good coaching and feedback skills will encourage greater openness, honesty and the all-important trust in the relationship between line manager and staff member. Individuals will feel comfortable genuinely discussing their performance and any self-limiting beliefs. Greater value will therefore emerge from performance conversations. An approach based on ongoing dialogue ensures that performance outcomes are considered in real-time where this is relevant and meaningful. Discussions around lessons learned can be used to positive effect with any necessary changes to approach, skills and behaviours can be applied immediately. Communication and Engagement 10. Whilst the current system appears to be universally unpopular, there is comfort in the familiar and the new approach represents a bit of a shift for the 6
7 organisation and its performance and development culture. To reap the benefits and efficiencies of the new system, managers and staff will be supported through this change. Individual LG members, working with HR colleagues, must ensure that the principles of the new approach are well embedded to mitigate the risk of people applying the new process in the old way. 11. Buy-in and engagement of staff is also critical to the success of this project. Significant advance consultation has already been undertaken with, to date, over 150 colleagues across the organisation. This has helped to create commitment and energy for proposed change. Reactions to the changes have been overwhelmingly positive. A reference group has also been established comprising colleagues from across the organisation at all levels to help shape the work and ensure the new approach is fit for purpose. We will continue to seek feedback throughout and beyond the roll out period and making adjustments if necessary in accordance with the agreed programme methodology. Roll-out 12. The new model and associated L&D programme will coincide with the launch of SPLearning. The roll-out period is from mid-september to December 2015, with wash-ups taking place in January We are consulting office heads to identify times within the roll-out period that works particularly well for their areas to minimise the impact on parliamentary business. A timeline and rollout plan has been produced to facilitate these discussions. Resource Implications 13. The project expenditure budget for the performance management review is part of the OD Programme approved budget. 14. The staff time for contributing ideas and sitting on reference group meetings will be tracked and accounted by the programme. 15. LG has already signed off the L&D programme of work to support the new approach to performance management, including coaching skills for managers in June. The time for attending the learning sessions will be set against the established annual 5 training days per member of staff. This will feature in all our PDPs for Governance Issues 16. LG has previously agreed the programme of work, budget, timeline and governance arrangements. 7
8 17. The TUS is represented on the reference group and is highly supportive of the proposed new approach. Publication Scheme 18. This paper may be published. Next Steps/Decision 19. LG is invited to: Note the changes to the performance management model set out above; and Note the timescales and rollout plan for the staff awareness sessions and coaching programme set out above 8
9 Annex A 9
10 Annex B Performance Management L&D Programme 1. The programme below has been devised to support managers and staff: Mandatory 2.5 hour awareness session for managers outlining the key messages of the following three intertwined projects: the launch of a new performance management approach that is simple and effective and uses a coaching style; development programme to equip managers with the skills needed for coaching style conversations to take place, and the launch of a new flexible learning system that supports collaboration, and sharing of ideas and knowledge. There will also be an opportunity for questions. 1.5 hour awareness session for staff which would be a truncated version of the 2.5 hour awareness session for managers above Recommended A half day Essential of Coaching Skills for Managers 1 workshop to develop knowledge and skills A follow on half day Essential of Coaching Skills for Managers 2 workshop held a few weeks later to further develop knowledge and skills based on their experience of coaching so far. Optional Online Resources contains videos, best practice, and articles. There will be a number of bespoke short videos outlining how line managers coach across a number of scenarios. The material for the online training toolkit will be built up over time to create on-going interest with staff members, and not just at launch Action Learning Sets these enable managers to share experiences, identify good practice and create learning networks. They are essentially group coaching sessions or problem solving sessions. 10
11 Annex C 11
12 Annex D 12
Relationship Manager (Banking) Assessment Plan
1. Introduction and Overview Relationship Manager (Banking) Assessment Plan The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It forms a key
More informationPERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010
PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 1 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME INDEX Page Introduction 3 PPDP Cycle 4 Performance planning meeting 5 Performance planning
More informationHolding Effective Performance Meetings and One-to-Ones
Section 01 Section 03: Holding Effective Performance Meetings and One-to-Ones 1 Talking about Performance Discussing performance and providing feedback is not easy but it is important to the continued
More informationAndrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923 6215
Agenda item: 21 Report title: Report by: Action: People Strategy- Leadership and Management Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance abratt@gmc-uk.org, 0161 923
More informationAppendix 1: Performance Management Guidance
Appendix 1: Performance Management Guidance The approach to Performance Management as outlined in the Strategy is to be rolled out principally by Heads of Service as part of mainstream service management.
More informationbritish council behaviours www.britishcouncil.org
british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationPerformance Management Consultancy
Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management
More informationImproving quality through regular reviews:
Implementing Regular Quality Reviews at the Office for National Statistics Ria Sanderson, Catherine Bremner Quality Centre 1, Office for National Statistics, UK Abstract There is a requirement under the
More informationD 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.
1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within
More informationHuman Resources and Training update
4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.
More informationPerformance Review and Development Scheme for Support Staff Policy
Performance Review and Development Scheme for Support Staff Policy Policy Reviewed by Resource committee Autumn 2013 Reviewed policy shared with staff on: Autumn 2013 Policy to be reviewed again on: Autumn
More informationManagement and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF)
Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership
More informationcustomer experiences Delivering exceptional Customer Service Excellence
Delivering exceptional customer experiences Customer Service QA can work with you to create customer experiences that consistently reflect the aims, values and aspirations of your organisation. Every organisation
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationSuite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...
LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15
More informationHuman Resources. Values for Working Together and Professional Behaviours
Human Resources Values for Working Together and Professional Behaviours A message from the Vice-Chancellor The new Human Resources Strategy, Working Together: A Strategy for Success, in tandem with the
More informationCorporate Governance Service Business Plan 2011-2016. Modernising Services
Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How
More informationPerspectives. Employee voice. Releasing voice for sustainable business success
Perspectives Employee voice Releasing voice for sustainable business success Empower, listen to, and act on employee voice through meaningful surveys to help kick start the UK economy. 2 Releasing voice
More informationInvestors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited
Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number
More informationJOB AND PERSON SPECIFICATION. Head of Organisational Development and Systems
JOB AND PERSON SPECIFICATION Job Title: Division Grade: HR Officer Systems and Analytics I Reports To: Head of Organisational Development and Systems General Information The Commonwealth Secretariat is
More informationProvider considerations for delivering an outcome based contract. Croydon CCG and London Borough of Croydon
Provider considerations for delivering an outcome based contract Croydon CCG and London Borough of Croydon Contents Introduction and Background Introduction 4 Commissioning for Outcomes: Aims and Benefits
More informationAttribute 1: COMMUNICATION
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level
More informationStatement of Confidentiality
Statement of Confidentiality This document contains information that is proprietary and confidential to Tata Consultancy Services Limited, which shall not be disclosed outside Department of Post, transmitted,
More informationPerformance Development Review
Performance Development Review Purpose of the booklet This booklet is designed to act as a reference guide for all support staff (whether as a reviewer or a reviewee) to enable them to participate in the
More informationPerformance Management System Skills and Behaviours Bank
Performance Management System Skills and Behaviours Bank Leadership Gives purpose and direction to ensure that staff are motivated and inspired to deliver the Parliament s aim, values and strategic priorities.
More informationGENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)
ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets
More informationOrganisational Development Improvement Strategy 2009-2011 Delivering results through our people
Organisational Development Improvement Strategy 2009-2011 Delivering results through our people 1 Index Page No Foreword 3 What is Organisational Development? 4 Organisational Development- Driving change
More informationDeveloping performance management
Questions this tool will help you answer: How should performance be described in my organisation? What should performance management be seeking to achieve in my organisation? What tools will most effectively
More informationNational Occupational Standards. Compliance
National Occupational Standards Compliance NOTES ABOUT NATIONAL OCCUPATIONAL STANDARDS What are National Occupational Standards, and why should you use them? National Occupational Standards (NOS) are statements
More informationCambridge International Certificate in Educational Leadership 6247 Cambridge International Diploma in Educational Leadership 6248
Cambridge International Certificate in Educational Leadership 6247 Cambridge International Diploma in Educational Leadership 6248 For examination in 2015 Preface This syllabus sets out the details of the
More informationCONCORDAT IMPLEMENTATION
CONCORDAT IMPLEMENTATION UNIVERSITY OF ABERDEEN HR EXCELLENCE IN RESEARCH AWARD TWO YEAR INTERNAL REVIEW PROGRESS REPORT. The University of Aberdeen received the HR Excellence Award for Excellence in December
More informationHigher Education Academy Discipline-focused Learning Technology Enhancement Programme
Project Progress Report Template Text in italics is explanatory and should be deleted in completed documents. Reports should be succinct, 1 or 2 paragraphs should suffice for each section. Project Name
More informationUnderstanding Agile Project Management
Understanding Agile Project Management Author Melanie Franklin Director Agile Change Management Limited Overview This is the transcript of a webinar I recently delivered to explain in simple terms what
More informationProfessional. Compliance & Ethics. 23 Some realism about risk assessments. 39 Measuring Jim McGrath
Compliance & Ethics January 2015 Professional a publication of the society of corporate compliance and ethics www.corporatecompliance.org Meet Barbara Harmon Compliance and Ethics Program Lead Alyeska
More informationApplies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet
Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences
More informationINVESTORS IN PEOPLE ASSESSMENT REPORT PERPETUITY RESEARCH & CONSULTANCY INTERNATIONAL
INVESTORS IN PEOPLE ASSESSMENT REPORT PERPETUITY RESEARCH & CONSULTANCY INTERNATIONAL Page: 1 of 11 Page Description 3 Key Information 3 Conclusion 4 Introduction to Perpetuity Research & Consultancy International
More informationUNIVERSITY OF BRIGHTON HUMAN RESOURCE
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
More informationTHE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015. Summary
THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015 Summary Context The University aims to continue to build and develop an environment in which staff can develop and contribute to the achievement
More informationCHANGE MANAGEMENT PLAN
Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council
More informationLeadership and Management Training
Bury College Business Solutions Leadership and Management Training The employers choice. For all your company training needs. Bury College Business Solutions - Customer Excellence Award Winner 2011 Develop
More informationPerformance Management Is performance management really necessary? What techniques are best to use?
Performance Management Is performance management really necessary? What techniques are best to use? This e-book is a guide for employers to help them discover tips and methods of performance management,
More informationRisk Management Plan 2012-2015
Risk Management Plan 2012-2015 This controlled document shall not be copied in part or whole without the express permission of the author or the author s representative. Revision Date Previous Revision
More informationInventory management and GS1 standards
Inventory management and GS1 standards What are the implications on my role as a healthcare professional? Nicola Hall, managing director at Ingenica Solutions (www.ingenicasolutions.com) explains how GS1
More informationOrganisational Development Strategy 2012-2014. Proactively aligning our culture to our purpose
Organisational Development Strategy 2012-2014 Proactively aligning our culture to our purpose Organisational Development Strategy Foreword The higher education sector is undergoing significant changes,
More informationJanuary 2016. Communications Manager: Information for Candidates
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
More informationSKILLED, ENGAGED & MOTIVATED STAFF
Leadership and Management Capability Flexibility of Staff SKILLED, ENGAGED & MOTIVATED STAFF Skills Assurance Reward and Recognition Scottish Court Service People Strategy 2012 2015 1 Why have a People
More informationThe dissatisfaction with employee retention was the driver. Everything else stemmed down from that. (Recruitment and Training Manager)
Case study Dealing with staff turnover a case study on getting and keeping the right people This case study looks at the experience of a high tech organisation that aimed to improve its staff retention..
More informationBuilding Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition
Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition The NHS Leadership Academy s purpose is to develop outstanding
More informationHuman Resources Report 2014
Item 7 Item # Council CounciRemunerationl 3 February Date19 2015 March 2013 Human Resources Report 2014 Purpose of paper Action Public/Private Corporate Strategy 2013-15 Decision Trail Recommendations
More informationBest Value toolkit: Performance management
Best Value toolkit: Performance management Prepared by Audit Scotland July 2010 Contents Introduction The Audit of Best Value The Best Value toolkits Using the toolkits Auditors evaluations Best Value
More informationProcurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment
Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Project Management Self-Assessment Contents Introduction 3 User Guidance 4 P3M3 Self-Assessment Questionnaire
More informationRatified by: Fully ratified via committee 2008
Reference: Author & Title: Responsible Director: Performance Review and Development Policy Andy Catterall HR Director HRD Review Date: March 2015 Ratified by: Fully ratified via committee 2008 Date Ratified:
More informationDerbyshire Constabulary
h Derbyshire Constabulary Job Description Closing Date Wednesday 28 October 205 at midday HR Service Centre Contact Rachael Stone Tel int 733 00 Extl 0300 330 330 Role Title Technical Support Manager Grade
More informationProject Management in Marketing Senior Examiner Assessment Report March 2013
Professional Diploma in Marketing Project Management in Marketing Senior Examiner Assessment Report March 2013 The Chartered Institute of Marketing 2013 Contents This report contains the following information:
More informationFulfilling Potential
Fulfilling Potential Award Winning e-learning for Business Success from Care Management Group Introduction Winner of The best e-learning project securing widespread adoption at the e- learning Awards 2009,
More informationMaking Your 360 Degree Feedback more effective in delivering successful behavioural change
Making Your 360 Degree Feedback more effective in delivering successful behavioural change Research Findings & The 10 Key Questions for Success By Jo Ayoubi, Senior Consultant, Track Surveys Author of
More informationEAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK. Report by Executive Director of Finance and Corporate Support
EAST AYRSHIRE COUNCIL CABINET 23 JUNE 2010 REVISED COMPETENCY FRAMEWORK Report by Executive Director of Finance and Corporate Support 1. PURPOSE OF REPORT 1.1 The purpose of this report is to recommend
More informationMaking a positive difference for energy consumers. Competency Framework Band C
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
More informationPerformance Management in the HSE
Performance Management in the HSE Guidance Document March 2012 Support & Development Patient/ Service User Engagement Responsibility V3 i Contents Chapter 1 Introduction to the Performance Management System
More informationDepartment of Human Resources. Performance Management An introduction
Department of Human Resources Performance Management An introduction 1 Contents 1. What is Performance Management 3 2. Key principles 5 3. Tools and Resources 7 4. Performance Management 8 Health Check
More informationROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources
ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job
More informationARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011
ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 1 Introduction 1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for
More informationdeveloping an action plan Implementing change: Implementing change: developing an action plan
Implementing change: developing an action plan Implementing change: developing an action plan Implementing change: developing an action plan Implementing change overview The change process through which
More informationPerformance management user guide April 2008. Home
management user guide April 2008 management user guide April 2008 This is an interactive document. Use the arrows and tabs to navigate. Press Esc to exit. contents Click to jump to a page FOREWORD...04...05
More informationJob description - Business Improvement Manager
Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for
More informationAppendix 10: Improving the customer experience
Appendix 10: Improving the customer experience Scottish Water is committed to delivering leading customer service to all of our customers. This means we deliver the following activities: We will ensure
More informationSchool business management competency framework
Professional development Schools School business management competency framework A guide to continuous professional development for SBMs Foreword National Association of School Business Management The
More informationReview of Quality Assurance: Terms of Reference. Background
Review of Quality Assurance: Terms of Reference Background 1. The Quality Improvement Framework (QIF) consolidates previous work by the GMC on the quality assurance of basic medical education (QABME) and
More informationAmbulance Victoria Position Description
Ambulance Victoria Position Description Position Title: Manager Performance Analysis and Data Governance Division: Strategy and Planning Department: Performance Analysis and Data Governance Reports To:
More informationGuidelines for Validated Self-Evaluation. Support and challenge for educational psychology services in driving improvement
Guidelines for Validated Self-Evaluation Support and challenge for educational psychology services in driving improvement April 2015 Contents 01 Abbreviations 02 Vision 02 Aims and objectives of the VSE
More informationUCDHR. HR Strategy Implementation & Quality Improvement Plan: 2012-2015
UCDHR HR Strategy Implementation & Quality Improvement Plan: 2012-2015 HR Strategy Implementation Plan and Quality Improvement Plan Introduction This Action Plan is a combination of the HR Strategy Implementation
More informationJOB AND PERSON SPECIFICATION
JOB AND PERSON SPECIFICATION Job Title: Division: Grade: HR Officer HR Operations K Reports To: Head of HR Operations General Information The Commonwealth Secretariat is the principal intergovernmental
More informationHealth and Safety Executive Board Paper HEALTH AND SAFETY EXECUTIVE. The HSE Board. Performance management and pay for Bands 1 to 6
Health and Safety Executive Board Paper HSE/02/051 Meeting Date: 4 December 2002 Open Gov. Status: Fully open Type of Paper: Above the line Paper File Ref: Exemptions: None Issue HEALTH AND SAFETY EXECUTIVE
More informationPerformance Management Development System (PMDS) for all Staff at NUI Galway
Performance Management Development System (PMDS) for all Staff at NUI Galway PMDS.doc 1 1. Introduction The Performance and Development Review System (PMDS) for NUI Galway has its foundation in Sustaining
More informationCDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being
Child Care Occupational Standard MQF Level 5 CDC 501 Establish and develop working relationships CDC 502 Support policies, procedures and practice to safeguard children and ensure their inclusion and well-being
More informationPERFORMANCE MANAGEMENT GOOD PRACTICE GUIDE
PERFORMANCE MANAGEMENT GOOD PRACTICE GUIDE 2013 CONTENTS 1. Introduction 2. The Purpose of Good Performance Management 3. The Performance Management Process 4. Agreeing Weighting and Documenting Individual
More informationInternal Mediation Services. Surrey County Council in partnership with South East Employers
Internal Mediation Services Surrey County Council in partnership with South East Employers Introduction and Summary Surrey County Council s cultural strategy is clear it wants to create a coaching culture
More informationLEADERSHIP COMPETENCY FRAMEWORK
LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for
More informationManagement. Level 3 Diploma in Management (QCF) 2014 Skills CFA Level 3 Diploma in Management (QCF) Page 1
Management Level 3 Diploma in Management (QCF) 2014 Skills CFA Level 3 Diploma in Management (QCF) Page 1 Level 3 Diploma in Management (combined qualification) Qualification Title Credit Value 55 Level
More informationNATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY
NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY Performance Management Policy and Procedure 16 March 2006 TABLE OF CONTENTS Page 1 Introduction 3 2 Ongoing performance management
More informationLSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines
LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:
More informationScotland s public sector workforce. Good practice guide
Scotland s public sector workforce Good practice guide Prepared by Audit Scotland March 2014 Contents Introduction... 4 Purpose of the guide... 4 What s in the guide?... 4 Part 1. Good practice in workforce
More informationwww.pwc.co.uk Beyond Sport Online Learning Session Toolkit: Making Best Use of Your People
www.pwc.co.uk Beyond Sport Online Learning Session Toolkit: Making Best Use of Your People What topics does this toolkit address? How to organise your people and structure your team How to performance
More informationInformation Commissioner's Office
Phil Keown Engagement Lead T: 020 7728 2394 E: philip.r.keown@uk.gt.com Will Simpson Associate Director T: 0161 953 6486 E: will.g.simpson@uk.gt.com Information Commissioner's Office Internal Audit 2015-16:
More informationPORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3)
PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) 1st February 2006 Version 1.0 1 P3M3 Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value
More informationCONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN
CONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN During the last academic year, an in-depth gap analysis exercise was undertaken
More informationAPPRAISAL POLICY. Policy description:
APPRAISAL POLICY Policy description: Craven College s appraisal scheme aims to enhance the quality of service provided by the College by promoting the individual professional and personal development of
More informationDiploma In Coaching For High Performance & Business Improvement
THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals
More informationLevel 4 NVQ in Sales (6770)
Level 4 NVQ in Sales (6770) Standards and assessment requirements V 0.3 Q500/1865/6 www.cityandguilds.com August 2007 Version 3.0 Level 2 NVQ in Sales (6770) 1 About City & Guilds City & Guilds is the
More informationBoard of Directors Meeting in Public: 15 May 2014
Item No: 15 Board of Directors Meeting in Public: 15 May 2014 Report Title: Talent Management Executive/NED Lead: Director of HR and OD Report author(s) Sarah Shirtcliff and Rachel Jackson Approval Discussion
More informationPM Governance. Executive Team ADCA ADCA
Item 6.5a Action Plan against the Recommendations Made in the Review of Risk Management Arrangements by PM Governance, November 2014 Key: PM Governance Paul Moore, Risk Consultant ADCA Associate Director
More informationMasternaut Consulting Pilot+ Pilot Management Familiarisation Training Objective based Training Change Management Return on Investment
Masternaut Consulting Pilot+ Pilot Management Familiarisation Training Objective based Training Change Management Return on Investment Masternaut Consulting Masternaut Consultancy Masternaut is Europe
More informationCopyright 2013 Hendry Performance Development Ltd - All Rights Reserved. Performance Management & Development
Performance Management & Development Moving Into Management New or inexperienced managers and supervisors or those who have not been trained in the role Benefits & Outcomes By the end of the programme,
More informationLeadership in Action Briefing Pack: Cohorts 15 & 16
Leadership in Action Briefing Pack: Cohorts 15 & 16 Introduction 2 1 Context of leadership development at the University of York 3 2 Principles of the core leadership programmes 5 3 Methodology and principles
More informationstrategic plan and implementation framework 2013-2018
strategic plan and implementation framework 2013-2018 contents Introduction 3 Strategic Plan 2013-2018 4 Strategic Priorities 4 2 Implementing the Plan 5 Measuring and Monitoring 5 Communicating and Reporting
More informationDFID CORE COMPETENCY FRAMEWORK
DFID CORE COMPETENCY FRAMEWORK DFID s Core Competency Framework presents competencies in three clusters as shown below. The red cluster groups the work-related competencies, the green has peoplerelated
More informationRelationship Manager (Banking) Assessment Plan
Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It
More informationPEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN
More informationLeadership milestone matrix
New Deal for the Education Workforce Leadership milestone matrix Leading, learning, inspiring Audience All educational practitioners working with learners from ages 3 to 19 including teachers, leaders
More information